How's your website? Have you added more content, made any improvements lately? It's easy to hire a company to set up a nice looking website. Sometimes the website is part of a package that you get when you buy practice software or marketing services.
Most people are relieved when the website finally goes live. Then they get so busy with other things that new content is added on a very sporadic basis. The site may not have anything new for months at a time. Sound familiar? I'm guilty of this too.
The problem is that unless someone is assigned the task of sending update material to the web master on a regular schedule, it simply won't get done. One of the obstacles to website updating is that you have to get the web master to do it. Then you have to check whether what he or she did is working properly and get them to fix what is wrong.
This has been a big frustration for me and I decided that I was NOT going to be at the mercy of some web master's work load any more. After months of research I found a web site design program that we can handle in-house. (We're using Freeway Pro, which is only for Macs.)
Many of the internet marketing guru's recommend "throwing a bomb" into your website every couple of years and doing a complete re-design. So that's what we did. To save time, I hired a web master who knows the program in and out to do the initial design and set up.
Now my assistant and I are in the final stages of adding new material and fine-tuning everything ourselves. Our brand new totally re-designed website will be up by the end of March (maybe sooner!). We've given our business a fresh new look with a new logo and color scheme carried through in printed materials (business card, letterhead, etc.) and on the internet.
Sometimes you need to "throw a bomb" into your old image and start fresh again. When you remodel or move to a new location, think about the image you present in your printed materials and on your website. Your identity sticks in the mind of your patients only if it's consistent across the board.
I'm so happy to be in total control of my website at last. Now if I want to add a new photo or case study my assistant can do it and I'm right there to edit it as I see fit. And new content can go live the same day! No more waiting for the web master to do it! Your website may be larger and more complex than mine, but that doesn't mean you can't have better control over updating it.
If your website was built with DreamWeaver (one of the most popular web design programs) you can use a program called Contribute that allows you to make changes and updates only to certain portions of the site. Your web master can set it up so it's impossible for you to mess up the code on the essential elements.
The web is an important marketing tool that no practice can afford to ignore. When you have an easy way to do changes, you'll stand a much better chance of keeping your web site up to date.
February 27, 2007
February 2, 2007
The New Demographics: You Are Where You Live
People sometimes wonder how I can successfully design offices all over the country without setting foot out of my hometown Portland, Oregon. Now I'm revealing to you one of my "secret weapons" that I use to help me understand who your patients are. Knowing their lifestyle preferences, income, age levels and such enables me to design just the right style and color scheme that appeals to them.
My secret weapon is a website called "My Best Segments" featuring free demographic information from Claritas, a world leader in demographics and customer segment profiling. They have taken a mountain of data on consumers, filtered it into cohesive lifestyle groups and given them each a clever title like Money and Brains, Bohemian Mix, Kids & Cul-de-sacs, etc.
At the website you enter the zip code of the area you want to know about and up pops the top five groups living in that zip code. You can click on each group name to find out information like income, number of kids, favorite restaurants and TV shows, types of sports they like, even the make and model of car they are likely to drive!
Demographic characteristics such as education, housing and race/ethnicity are also available. So it's easy for me to get a good picture of the folks who are my client's typical patients and then tailor the office to fit their tastes and lifestyles. It's fun to put in your own zip code and see which group you fit into.
Think of MyBestSegments as a "photo album" of consumer markets. Each of the Claritas market segments has its own pages that display "snapshots" of the segment's demographic traits, lifestyle preferences and consumer behaviors.
Did I mention that all this great information is FREE? Try it for yourself:
http://www.claritas.com
Design Disaster: This Beauty is a Beast
Architects just don’t get it.
Look at this new office in Germany. It was featured in Interior Design magazine last month. This design firm made the whole place a monument to their nifty architectural ideas, but totally missed the boat on displaying the frames!
Those horribly outdated fluorescent back-lit displays are the way people displayed frames 25 years ago when I started in this business! It was bad then and it’s an even worse crime now! I can’t believe they didn’t use any halogen lighting for the frames, not even some measly track lighting!
I’ll bet that anyone who is reading this knows better than to use cheap ineffectual fluorescent back lighting for their frame displays.
The real travesty is that these guys spent all the client’s money on fun stuff like the way-cool eyeball in the ceiling, while doing absolutely nothing to help sell the merchandise!
What’s even worse is that the owner of this place must be getting a rotten return on his investment. He probably has no clue how much money he’s losing on this beautiful, but dysfunctional design.
If this is European optical design at its best, they are in big trouble over there. I must stop ranting now before my brain explodes!
Top Three Office Design Trends of 2007
High-tech, hospitality and HIPAA (Health Insurance Portability & Accountability Act) drive the evolution of future optical interiors according to top designer Barbara Wright, of Barbara Wright Design. Here are Barbara’s top three design trends for eye care interiors in the coming year.
1. HIGH-TECH EQUIPMENT
• Computers Everywhere
The paperless office is now a reality for many practices. For a new practice it makes sense to go paperless right from the start. Designers locate computer outlets in every room whether they will be immediately put to use or not.
• Multiple Data Collection Rooms and Workup Areas
One Data Collection room is not enough, even for the smallest office. Practitioners feel pressured to increase productivity but don’t want to sacrifice quality patient care. Having staff perform more data collection allows the doctor more personal interaction with the patient. The ongoing proliferation of new and better data collection devices requires two, three or more separate rooms or nooks to prevent bottlenecks and keep patient flow running smoothly.
• Flat Screen Video Monitors
Video screens dot the future office landscape because they are such excellent tools for patient education, product and service promotion. Large plasma screens put the message across in waiting areas; smaller flat screens replace the “old school” eye chart projector in the exam room and add MTV-style flair to frame selection in the dispensary. Adding extra electrical outlets for every possible future video screen location is a must.
2. HOSPITALITY INSPIRATIONS
• Reception Counter
When patients step up to the latest reception counter designs they may feel like they are checking in to a fine hotel. Reception counters often have granite countertops and gleaming brass logo signage on the wall in back of the counter. The new style reception counter has no untidy piles of paperwork or messy file cabinets in sight to mar the mood.
• Coffee House/Bistro Corner
No need to stop at Starbucks before going to the eye doctor. There’s a coffee bar in the waiting area. Some practices take it a step further and provide bistro-style table, chairs and a copy of the daily newspaper to make waiting a pleasurable experience.
• Restaurant-style Restrooms
Plain old utilitarian restrooms aren’t good enough if you want to impress patients. Now restrooms are equal to those at your favorite fine dining establishment with colorful ceramic tile floor and walls, elegant lighting and sturdy built-in stainless steel paper towel/trash unit.
• Adventurous Color Schemes
Richer darker colors on walls, multi-colored art glass pendant lights, tapestry upholstered chairs and elegant patterned carpet are just a few of the elements designers borrow from the restaurant industry to create an indelible first impression. Earth tones have morphed into the new botanicals: deep olives, pale artichoke, sage greens and other hues drawn from plants and dried herbs.
3. HIPAA REGULATIONS
• Patient Record Privacy
Records must be filed out of sight of patients in lockable file units or in a room with a locking door. Computer screens showing patient records must be positioned so the general public cannot see them. Designers must anticipate visitor sightlines during the floor plan design stage to prevent privacy problems.
• Confidentiality at Check Out Counters
Containing conversations at check out counters is important for patient privacy. Multiple check out counters are becoming the norm in order to prevent bottlenecks at the front desk. Building walls between counters, dropping the ceiling above and providing background music to mask conversations help provide confidentiality in the new offices of 2007.
1. HIGH-TECH EQUIPMENT
• Computers Everywhere
The paperless office is now a reality for many practices. For a new practice it makes sense to go paperless right from the start. Designers locate computer outlets in every room whether they will be immediately put to use or not.
• Multiple Data Collection Rooms and Workup Areas
One Data Collection room is not enough, even for the smallest office. Practitioners feel pressured to increase productivity but don’t want to sacrifice quality patient care. Having staff perform more data collection allows the doctor more personal interaction with the patient. The ongoing proliferation of new and better data collection devices requires two, three or more separate rooms or nooks to prevent bottlenecks and keep patient flow running smoothly.
• Flat Screen Video Monitors
Video screens dot the future office landscape because they are such excellent tools for patient education, product and service promotion. Large plasma screens put the message across in waiting areas; smaller flat screens replace the “old school” eye chart projector in the exam room and add MTV-style flair to frame selection in the dispensary. Adding extra electrical outlets for every possible future video screen location is a must.
2. HOSPITALITY INSPIRATIONS
• Reception Counter
When patients step up to the latest reception counter designs they may feel like they are checking in to a fine hotel. Reception counters often have granite countertops and gleaming brass logo signage on the wall in back of the counter. The new style reception counter has no untidy piles of paperwork or messy file cabinets in sight to mar the mood.
• Coffee House/Bistro Corner
No need to stop at Starbucks before going to the eye doctor. There’s a coffee bar in the waiting area. Some practices take it a step further and provide bistro-style table, chairs and a copy of the daily newspaper to make waiting a pleasurable experience.
• Restaurant-style Restrooms
Plain old utilitarian restrooms aren’t good enough if you want to impress patients. Now restrooms are equal to those at your favorite fine dining establishment with colorful ceramic tile floor and walls, elegant lighting and sturdy built-in stainless steel paper towel/trash unit.
• Adventurous Color Schemes
Richer darker colors on walls, multi-colored art glass pendant lights, tapestry upholstered chairs and elegant patterned carpet are just a few of the elements designers borrow from the restaurant industry to create an indelible first impression. Earth tones have morphed into the new botanicals: deep olives, pale artichoke, sage greens and other hues drawn from plants and dried herbs.
3. HIPAA REGULATIONS
• Patient Record Privacy
Records must be filed out of sight of patients in lockable file units or in a room with a locking door. Computer screens showing patient records must be positioned so the general public cannot see them. Designers must anticipate visitor sightlines during the floor plan design stage to prevent privacy problems.
• Confidentiality at Check Out Counters
Containing conversations at check out counters is important for patient privacy. Multiple check out counters are becoming the norm in order to prevent bottlenecks at the front desk. Building walls between counters, dropping the ceiling above and providing background music to mask conversations help provide confidentiality in the new offices of 2007.
January 6, 2007
It's 2007 – Do You Know Where Your Numbers Are?
You should be getting your year-end figures from your accountant soon. Are you one of those people blessed with a knack for numbers who is eagerly anticipating gains over last year? Or are you one of those too busy running the business to bother with numbers?
The fact is that you can't improve what you don't measure. Now you're probably wondering, why is this designer going on about numbers? Isn't my accountant or bookkeeper supposed to keep track of that stuff?
Your bookkeeper can keep your checking account straight. Your accountant can do your taxes. But until you start tracking and comparing how your business is performing from one year to the next, you're like a ship's captain without a compass.
If you keep on sailing in the same general direction you’ll probably hit some land sooner or later. But it won't be the destination you hoped for. If you want your practice to sail into the port called success, you have to start by finding out your current position. Then you'll be able to set specific goals and figure out strategies and tactics to reach those goals.
When I talk to practitioners who want to move to a new office or build a new building, one of the first things I ask for are a few basic financial statistics on their practice. Then I can talk with them about how the right design for the new office can result in big gains in those numbers. We can't set measurable objectives for the new facility without having current numbers to start from.
Many times the gains turn out to be higher than they first dared hope for. I like to know the numbers so I can keep score on how well my designs perform for my clients. (By the way, I know the numbers on my own business and I use them to improve our performance year by year. I practice what I preach.)
Office design is first and foremost about higher performance and productivity, which as a bonus comes wrapped in an attractive package. When you have "before and after" numbers for comparison, you can figure out the exact return you are getting on the investment you made in the new office. If you have a nice-looking new office, but aren't seeing significant gains in your numbers, you have made a bad investment.
What are these magical numbers that you should know about your practice? Here are the very basic statistics that will tell you if you're going in the direction of your dreams or foundering in the doldrums.
1. Gross revenues
This is the easiest. Most people have at least a rough idea of how much money came in the door last year or last month. But it's much better to have an exact number to work from.
2. Growth rate
Compare this year's gross revenue with last year's. Did you take in 10% more (average), 20% more (better than most), 30% more (on the fast track!)? If your growth rate is less than 10% you are in the danger zone and you'd better do something about it pronto, like hire the best practice consultant you can find!
3. Average number of exams performed per month
Your office management or accounting software should be able to pull up this number for you without much fuss. If it doesn’t, have your accountant or bookkeeper figure out a way to get this number and report it to you monthly.
4. Average revenue per exam per month and per year
This is a simple calculation that even the most number-resistant business owner can and should look at every month. Just divide your monthly income by the number of exams performed that month.
At the end of the year average out all twelve months to see your average revenue per exam for that year. Here's where the story gets more interesting. Small improvements in either or both of these numbers can translate into a great deal more income over time.
Is your practice maxed out on productivity? If you are booked out two weeks or more and office bottlenecks prevent seeing more patients, then it's time to start planning a move up to a bigger offic
e! A business that’s not growing is in danger of slipping backwards.
Is your dispensary set up right so the frames practically sell themselves? Or are your opticians handicapped by poor lighting and outdated displays? Improving the dispensary should always result in higher average revenues per exam, putting more money in your pocket whether or not the number of patients seen increases.
However, a dispensary upgrade should also result in more word of mouth referrals and more new patients. When you invest in a new dispensary, reserve some money for advertising and promotion of your new and improved look.
One of the most powerful words in advertising is the word “new,” so take advantage of having something new to promote! With a one-two punch of new dispensary plus promotion, your average revenue per exam can easily shoot up 20% or more.
5. Profit
When all expenses are subtracted from all income, this is the "bottom line" that the business gurus always talk about. If some of your other numbers show gains, but there is little or no gain in profit, then you need to do some serious pruning on those expenses. Or maybe take a look at whether you're spending so much on new equipment that it's eating up all your profits. Equipment junkies will hate to face that one!
There are many more sophisticated comparative statistics that a business consultant can help you glean from your accounting records. Then a good consultant will teach you how to use them to improve your practice and your profits. At the very least you must have a handle on the basic five above if your ambition is to join the ranks of the top practices in your area.
The fact is that you can't improve what you don't measure. Now you're probably wondering, why is this designer going on about numbers? Isn't my accountant or bookkeeper supposed to keep track of that stuff?
Your bookkeeper can keep your checking account straight. Your accountant can do your taxes. But until you start tracking and comparing how your business is performing from one year to the next, you're like a ship's captain without a compass.
If you keep on sailing in the same general direction you’ll probably hit some land sooner or later. But it won't be the destination you hoped for. If you want your practice to sail into the port called success, you have to start by finding out your current position. Then you'll be able to set specific goals and figure out strategies and tactics to reach those goals.
When I talk to practitioners who want to move to a new office or build a new building, one of the first things I ask for are a few basic financial statistics on their practice. Then I can talk with them about how the right design for the new office can result in big gains in those numbers. We can't set measurable objectives for the new facility without having current numbers to start from.
Many times the gains turn out to be higher than they first dared hope for. I like to know the numbers so I can keep score on how well my designs perform for my clients. (By the way, I know the numbers on my own business and I use them to improve our performance year by year. I practice what I preach.)
Office design is first and foremost about higher performance and productivity, which as a bonus comes wrapped in an attractive package. When you have "before and after" numbers for comparison, you can figure out the exact return you are getting on the investment you made in the new office. If you have a nice-looking new office, but aren't seeing significant gains in your numbers, you have made a bad investment.
What are these magical numbers that you should know about your practice? Here are the very basic statistics that will tell you if you're going in the direction of your dreams or foundering in the doldrums.
1. Gross revenues
This is the easiest. Most people have at least a rough idea of how much money came in the door last year or last month. But it's much better to have an exact number to work from.
2. Growth rate
Compare this year's gross revenue with last year's. Did you take in 10% more (average), 20% more (better than most), 30% more (on the fast track!)? If your growth rate is less than 10% you are in the danger zone and you'd better do something about it pronto, like hire the best practice consultant you can find!
3. Average number of exams performed per month
Your office management or accounting software should be able to pull up this number for you without much fuss. If it doesn’t, have your accountant or bookkeeper figure out a way to get this number and report it to you monthly.
4. Average revenue per exam per month and per year
This is a simple calculation that even the most number-resistant business owner can and should look at every month. Just divide your monthly income by the number of exams performed that month.
At the end of the year average out all twelve months to see your average revenue per exam for that year. Here's where the story gets more interesting. Small improvements in either or both of these numbers can translate into a great deal more income over time.
Is your practice maxed out on productivity? If you are booked out two weeks or more and office bottlenecks prevent seeing more patients, then it's time to start planning a move up to a bigger offic
e! A business that’s not growing is in danger of slipping backwards.Is your dispensary set up right so the frames practically sell themselves? Or are your opticians handicapped by poor lighting and outdated displays? Improving the dispensary should always result in higher average revenues per exam, putting more money in your pocket whether or not the number of patients seen increases.
However, a dispensary upgrade should also result in more word of mouth referrals and more new patients. When you invest in a new dispensary, reserve some money for advertising and promotion of your new and improved look.
One of the most powerful words in advertising is the word “new,” so take advantage of having something new to promote! With a one-two punch of new dispensary plus promotion, your average revenue per exam can easily shoot up 20% or more.
5. Profit
When all expenses are subtracted from all income, this is the "bottom line" that the business gurus always talk about. If some of your other numbers show gains, but there is little or no gain in profit, then you need to do some serious pruning on those expenses. Or maybe take a look at whether you're spending so much on new equipment that it's eating up all your profits. Equipment junkies will hate to face that one!
There are many more sophisticated comparative statistics that a business consultant can help you glean from your accounting records. Then a good consultant will teach you how to use them to improve your practice and your profits. At the very least you must have a handle on the basic five above if your ambition is to join the ranks of the top practices in your area.
January 4, 2007
Bargain Alert: Leather Side Chairs $106.99
Spotted during my last Costco run: Beautiful dark brown leather-upholstered side chairs perfect for use at dispensing tables for $106.99 (Item #809625). If you want new dispensing chairs at an incredible price, this is it. Now be forewarned – these chairs are residential grade, not commercial grade, so you can't expect them to last as long as a commercial grade chair.
However if the style and color works with your decor and you want a low-cost way to spruce up your dispensary, these chairs are a great value. If your local Costco doesn't have them you can order similar chairs online at the Costco website. The online styles shown as of today's date range in price from $219. to $369. – still a bargain for well-made chairs.
However if the style and color works with your decor and you want a low-cost way to spruce up your dispensary, these chairs are a great value. If your local Costco doesn't have them you can order similar chairs online at the Costco website. The online styles shown as of today's date range in price from $219. to $369. – still a bargain for well-made chairs.
January 2, 2007
Mystery of the Missing Profits
A while back I spoke to a client whose office I designed some months ago. When he told me that he hadn't met all of the financial objectives we set at the beginning of the design process, I was surprised and puzzled. The average revenue per exam had only increased 11%.
This troubled me greatly as I am used to glowing reports from clients that their average revenue jumped up 25%, 35%, sometimes more. I racked my brain thinking back over the dispensary design and couldn't find a reason why people weren't spending more. He was offering a bigger selection in a beautiful new dispensary with state of the art lighting. Something was not right.
I decided to call and talk to the head optician to see if there was something I could suggest that would boost the dispensary sales to the level where I knew they should be. Just a few minutes into the conversation, he gave me the key to solving the problem.
Turns out the doc wouldn't let him order the more expensive designer lines and in-demand brands! The doctor was afraid no one would buy them. He had a great new dispensary with a special area designed to sell high-end frames, but no high-end frames to sell!
It took another call and some convincing from me to get the doctor to remove the price-point handcuffs he had put on his optician. I had to remind him that optical retailing is the ONLY retail industry that has incredibly liberal return policies. If it doesn't sell, the sales rep will take it back. His risk was very low, and the upside potential very high.
With a little more coaxing he agreed to try just two or three high-end lines. "Work with the sales reps," I said. "They know what's selling in this area and will get you started with a good selection of their most popular styles." I promised to call back in two months and see what progress they had made.
When I called my client back I could tell from the happy tone of his voice that there was a big smile on his face. They had experienced the thrill of their first $1,000. sale and the higher ticket frames were practically flying out the door. What really shocked the doctor was that some of the patients he had pre-judged as tightwads actually wanted those high fashion frames and spent more with no arm-twisting.
Sure the moderate priced frames still make up the majority of the sales. But between the new higher income patients that he was now attracting and the existing patients who stepped up their style, his average revenue per exam had leapt up from $265 to $393. That's a 67% increase...and $25,600. more revenue in one month if you figure an average rate of 200 exams per month. He’s probably doing many more exams by now.
With this kind of result the entire cost of the new office would be recouped in less than a year. I suggested that he send a postcard to all the people he had examined in the new office before the new merchandise arrived. Offer them a little discount and invite them back to see the new styles.
I don't know if he followed up on it, but I bet that if he did, he is probably buying tickets for that Hawaiian golf tour vacation he's always dreamed of.
This troubled me greatly as I am used to glowing reports from clients that their average revenue jumped up 25%, 35%, sometimes more. I racked my brain thinking back over the dispensary design and couldn't find a reason why people weren't spending more. He was offering a bigger selection in a beautiful new dispensary with state of the art lighting. Something was not right.
I decided to call and talk to the head optician to see if there was something I could suggest that would boost the dispensary sales to the level where I knew they should be. Just a few minutes into the conversation, he gave me the key to solving the problem.
Turns out the doc wouldn't let him order the more expensive designer lines and in-demand brands! The doctor was afraid no one would buy them. He had a great new dispensary with a special area designed to sell high-end frames, but no high-end frames to sell!
It took another call and some convincing from me to get the doctor to remove the price-point handcuffs he had put on his optician. I had to remind him that optical retailing is the ONLY retail industry that has incredibly liberal return policies. If it doesn't sell, the sales rep will take it back. His risk was very low, and the upside potential very high.
With a little more coaxing he agreed to try just two or three high-end lines. "Work with the sales reps," I said. "They know what's selling in this area and will get you started with a good selection of their most popular styles." I promised to call back in two months and see what progress they had made.
When I called my client back I could tell from the happy tone of his voice that there was a big smile on his face. They had experienced the thrill of their first $1,000. sale and the higher ticket frames were practically flying out the door. What really shocked the doctor was that some of the patients he had pre-judged as tightwads actually wanted those high fashion frames and spent more with no arm-twisting.
Sure the moderate priced frames still make up the majority of the sales. But between the new higher income patients that he was now attracting and the existing patients who stepped up their style, his average revenue per exam had leapt up from $265 to $393. That's a 67% increase...and $25,600. more revenue in one month if you figure an average rate of 200 exams per month. He’s probably doing many more exams by now.
With this kind of result the entire cost of the new office would be recouped in less than a year. I suggested that he send a postcard to all the people he had examined in the new office before the new merchandise arrived. Offer them a little discount and invite them back to see the new styles.
I don't know if he followed up on it, but I bet that if he did, he is probably buying tickets for that Hawaiian golf tour vacation he's always dreamed of.
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